UNIT-I: An Overview of

IT Project Management

What is a project?
A project is a finite endeavor having
specific start and completion dates,
undertaken to create a unique product,
service or result which brings about a
beneficial change or added value.
A project is a temporary endeavor
undertaken to accomplish a unique
purpose. (PMI).
Planned set of interrelated tasks to be
executed over a fixed period and within
certain cost and other limitations.

What is a project?
A project is a temporary group
activity designed to produce a
unique
product,
service
or
result.
a piece of planned work or an
activity that is finished over a
period of time and intended to
achieve a particular aim

ISROs Mars Mission

NASAs Mars Vehicle:

Rover

Robotic Project : Hondas

ASIMO

Dubais Burj Khalifa

Bandra-Worli Sea Link

Project

Delhi Metrorail Project

Other Project Examples

Producing an edition of
Newspaper
Putting Satellite into the Orbit
Developing a Robot for
playing Chess
Installing a Humanoid Robot
in a Departmental Store
Getting Married

Some ICT Projects

Smart phone Application

Project

Wi-Fi Project

Cloud Computing based

Projects

Googles Driverless Car

Project

CRM Based Application

Project

Core Banking Solution System, Finacle

by Infosys

Other ICT projects

Writing an Operating System
Creating an E Commerce Website
Developing and Upgrading a module
for an Internal Project
Online voting portal for the
competition contestants
Government Projects
Integration of various third party
software
Internet of Things (IOT)
Software Migration projects

Project Attributes

Unique Purpose
Temporary
Incremental approach

Resources
Sponsor
Uncertainty

The Project constraints

What is Project
Management ?

Project Management
Trainer/ Knowled
Training ge &
Skill
Goal /
Objectiv
e
Tools &
Techniq
ues

What is Project Management?

The
discipline
of
planning,
organizing,
and
managing
resources to bring about the
successful completion of specific
project goal and objectives.
To achieve all the project goals
and objectives while adhering to
classic project constrains i.e.
scope, quality, time and budget.

What is Project Management?

Project Management can be
defined as the philosophy that
uses logic and plain common
sense to achieve the desired
objectives after overcoming the
obstacles.
The application of knowledge,
skills, tools and techniques to
project activities to meet project
requirements.

Project Management
Framework (PMBOK 4th
Edition)

Project Management
Framework( Updated)

Why Do IT Projects Fail?

Larger projects have the lowest
success rate
Rapid Change in
Technology,
Business Models
Change in markets

The Chaos study also provides

some insight as to the factors
that influence project success.

Factors for IT Project Success

Ran
k
1
2
3
4
5
6
7
8
9
10

Factor
User Involvement
Executive Support
Clear Business Objectives
Emotional Maturity
Optimizing Scope
Agile Process
Project Management
Expertise
Skilled Resources
Execution
Tools and Infrastructure

THE Standish Group, CHAOS Activity News (August 2011)

Factors for Challenged Project

Ran
k
1
2
3
4
5
6
7
8
9
10

Factor
Lack of User Input
Incomplete Requirement
Changing Requirement
Lack of Executive Support
Technology Incompetence
Lack of Resources
Unrealistic Expectations
Unclear Objectives
Unrealistic Timeframes
New Technology

THE Standish Group, CHAOS Activity News (August 2011)

Factors for impaired Project

Ran
k
1
2
3
4
5
6
7
8
9
10

Factor
Incomplete Requirements
Lack of User Involvement
Lack of Resources
Unrealistic Expectations
Lack of Executive Support
Changing Requirement
Specifications
Lack of Planning
Didnt need it any longer
Lack of IT Management
Technology illiteracy

THE Standish Group, CHAOS Activity News (August 2011)

The role of project

Manager
Work closely with the other
stakeholders
on
a
project,
especially
the
sponsor
and
project team
Familiar with the all project
management knowledge areas

Expertise needed
The Project Management Body of
Knowledge
Application area knowledge,
standards, and regulations
Project environment knowledge
General management knowledge
and skills
Soft skills or human relations
skills
Leadership skills

Must have knowledge of

Financial management, Accounting

Procurement
Sales & Marketing
Contracts
Manufacturing
Distribution, Logistics & Supply chain
Strategic planning & Tactical planning
Operations management
Organizational structures and
behavior
Personnel administration,
Compensation, benefits
Career paths

The Project
Management Profession

History of Project
Management

Approx 5076 BC: War of

Lanka
Single point accountability(SPA)
Team work
Motivation
planning and scheduling
execution strategies

Decision making
Loyalty
Ethical route
Out-of-box thinking to
build bridge
to Lanka

Approx 3000 BC: Mahabharatas

Kurukshetra War
Single point
accountability
feasibility study
Skills & Intensive
Training
Strategy
team work
Tools and
Techniques
War Tactics
conflict
management
emotional

2570 BC: The Great Pyramid of

Giza Completed
Manager
s for
each of
the four
faces of
the Great
Pyramid

208 BC: Construction of the

Great Wall of China

The
labour
force
was
organis
ed into
three
groups:
soldier
s,
commo

1862: Transcontinental Railroad

project, USA
Sacrame
nto,
(Californi
a)
To
Omaha

1891: Trans Siberian

Railway

1917: The Gantt chart Developed

by Henry Gantt (1861-1919)

1946: The Manhattan

Project

Dr. J. Robert
Oppenheimer

1,25,000 Workers
$1.9 billion Cost
Incurred

1956: The American

Association of Cost Engineers
(now AACE International)
Formed

1957: The Critical Path Method (CPM)

Invented by the Dupont Corporation

1958: The Program Evaluation

Review Technique (PERT) Invented
for the U.S. Navy's Polaris Project

1962: United States Department of

Defense Mandate the Work
Breakdown Structure (WBS)
Approach

1965: The International

Project Management
Association (IPMA) Founded

A non-profit, Swiss-registered organization

headquartered in Amsterdam, Netherlands
Logo Source: http://www.ipma.world

1969: Project Management Institute

(PMI) Launched to Promote the
Project Management Profession

A US not-for-profit professional
organization for project
management

1972: Association for Project

Management formed in UK

Source: https://www.apm.org.uk

1975: PROMPTII Method Created

by Simpact Systems Limited
Project Resource Organisation Management
and Planning Techniques

1975: The Mythical Man-Month: Essays on

Software Engineering by Fred Brooks

1978: Artemis Project Management

System developed. The System
worked initially only on Mainframes

1987: A Guide to the Project

Management Body of Knowledge
(PMBOK Guide) Published by PMI

1989: PRINCE (PRojects IN

Controlled Environments)Method
Developed From PROMPTII

1995: CHAOS Report First

Published by The Standish
Group, a Massachusetts-based
consultancy

1998: PMBOK Becomes a

Standard

PMBOKs Ten Knowledge Areas, PMBOK

5th Edition

Project Management
Certification

PMI provides certification as a Project

Management Professional (PMP)
- Sufficient project experience and
education
In 1993, 1,000 certified project
management professionals.
By December 31, 2008, 318,289 active
PMPs
In 2011, Number of PMPs were 467,390
PMI also offers additional certifications,
including new ones in scheduling, risk,
and program management
Higher requirement in IT

Understanding
organizations

Organizational
Structure

Traditional Organization

Pyramid Structure
Vertical Relationships
Departmentalization Culture
Authority flow from High to Low
Formal communication
Specialized functional units
(independent)
Adequate for stable environment
Not suitable for uniqueness or
dynamic environment

Functional Organization

Project Organization

Matrix Organization

Four Frames of
Organization
Human
Resource

Structural

Organizat
ion
Political

Symbolic

Four Frames of
Organization
Structural frame Structure, Roles
& Responsibilities, Coordination and
Control
Human resources (HR) frameneeds of Orgn & people, Shortage of
skilled labour
Political frame- Organizational &
Personal politics, Competition
Symbolic frame- symbols and
meanings, Companys culture

Organizational Structure
and Its Influences on
Project

A Project Phase
HOW
?

WHAT
?
WHO
?

A
PROJECT
PHASE

Delivera
ble

Project Life Cycle

Provides a basic Framework for
managing the projects
A logical sequence of activities
A generic Life Cycle Structure has
1. Project Initiation (START)
2. Organization and Preparation
(ORGANIZE)
3. Execution (WORK)
4. Closure (COMPLETE)

Ide
as Project
INPU
TS

Phase
Activit
ies

Management
Team

Project Phases

Initi
al

Projec
t
Chart
Pla
Manag
er Scope
Baseli
en
ne
ment
Stateme
Output
nt
s
Project
Delivera
ble

Intermedi
ate

Accepta
nce
Progr
ess

Final

Approv
al

Hando
ver

Produ
ct

Product & Project Life Cycle

Relationship

Projec
t Life
Cycle

Initi
al

Intermedia
te

Fin
al

Disinvest

Operation

Product

Produ Busines
ct Life s Plan
Cycle

Ideas

Upgrade

Project Phases & Project

Life Cycle

Project Phases & Project

Life Cycle

Initiating Phase (Scope

A Preliminary Setting)
task
An agreement between Customer and
Project Manager
Questions addressed are:
Problem?
Opportunity?
Goal?
Objectives?
Degree / Measure of Success?
Development Strategy?
Assumptions, Risks or Obstacles?
Organize Team?
Deliverable: Project Charter

Planning Phase
Questions addressed
are:
Level of
What work?
Uncertai
How?
nty
How Much Cost?
When?
Who?
Status reporting?
Progress reviewing?
How to Manage?
Where?
Risk Planning?
Deliverable: Baseline
Plan

Level of
Understandin
g & Efficiency

Execution Phase
Expectations to Reality conversion
Specific Resource Identification
(Ex: Human, Power, Material and
Money)
Assigning Personnel
Schedule Follow-up
Launching the Plan
Deliverable: Status Reports

Monitoring and
Controlling Phase
Tracking the actual progress to the planned
stuff
Manage Scope
Manage Schedule
Manage Cost
Manage Quality
Manage Risk
Manage Change
Manage Communication
Manage Stakeholders
Deliverable: Live Package

Closure Phase

Completion
Delivery
Customer acceptance
Reports
Historical Information
Deliverable: Final Project Report

Project Life Cycle

Characteristics
Cost and Staffing are low at the
start
Stakeholder Influence is high at
the start
Uncertainties are high at the
start
Ability to influence the final
outcome characteristics of a
project without impacting the
cost is high at start

Cost/Staffing across Project Life

Cycle

Project Management Methodology

and SDLC are NOT same
SDLC

Project Management

A Framework for
Planning and
controlling the
creation, testing
and deliver of an
Information
System.

An application of
knowledge, skills
tools and techniques
to meet project goals
through planning,
organizing,
measuring,
controlling and
reporting upon the
resources (Human,
Cost and Time)

Project Management Methodology

and SDLC are NOT same
SDLC
Composed of
clearly defined
work phases
which are used
by Information
Technology
Resources
Phases are Plan,
Design, Build,
Test and Deliver

Project Management

Traditional Project
Management has
five phases or
process groups
i.e. Initiating,
Planning,
Executing,
Monitoring and
Closing

Project Management Methodology

and SDLC are NOT same
SDLC

Project Management

SDLC is about Quality,

Consistency and
Product Delivery in the
realization of Product
requirements
SDLC process is
managed by
Application
Development Manager,
System Analyst,
Business Analyst,
SDLC Team etc.

The Project
Management includes
Identification of
requirements,
balancing stakeholders
expectations/needs/co
ncerns, balancing
competing constraints
(Scope, Schedule,
Cost, Quality,
Resources and Risk )
Managed by Project
Manager, or other PMP

Project Management Life Cycle

and SDLC Mapping

References

www.pmi.org
www.ipma.world
www.apm.org.uk
www.google.com
Information Technology Project
Management by Kathy Schwalbe 7 th
Edition
Software Project Management by Bob
Huges